De sales university
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Recruitment GDA Integrated Services – A division of George Dehne and Associates points to the following: Recruitment is an ongoing college wide effort, in which the whole college community can and should work together to attract, enroll, and retain the evergreen freshman class. This includes both “formal” groups, paid or volunteer, who are tapped to communicate with prospective applicants, and “informal”- students, faculty, administrators, and alumni, whose words and writing may seem more “real” and valid because of a lack of official standing. The DeSales University enrollment management office directly collaborates with the entire campus to assist with the recruitment of the freshman class. The office of student life, the office of institutional advancement, and our faculty have worked collaboratively to attract and enroll students to our campus. This chart shows a three-year comparison of the total number of traditional undergraduate students in each major, the goal for each major for fall 2014, and the number of deposits for fall 2012 for each major as of May 21, 2012.
It is clear that two divisions of the institution are well on their way toward meeting the goals of the strategic plan and two are experiencing difficulty. If this trend continues, resources will have to be redistributed so that the institution will be able to provide the faculty for the areas of enrollment growth. 1. Student Satisfaction and Retention The responsibilities of the student satisfaction and retention committee are to design strategies for retention and monitor the success of these strategies. In addition, the committee must evaluate retention outcomes based on student advising and student participation in campus activities and recommend retention planning to the planning committee of the University. Over the course of the year, two initiatives were established that assist in meeting these responsibilities. First, the committee researched and selected a satisfaction instrument that will provide data on undergraduate student satisfaction with university activities and offerings. The Noel Levitz student satisfaction inventory (SSI) was selected and approved by the institutional assessment committee as the primary satisfaction inventory to be used moving forward. The survey was administered to freshmen and seniors at the end of the academic year. Results are being compiled during the summer 2012 and will be presented to the president’s cabinet and planning committee of the university in fall 2012 and used for strategic planning. The survey will be administered every other year by the office of the vice president for student life. In subsequent years, the office of the provost/vice president for academic affairs will administer the National Survey of Student Engagement (NSSE). Results from this questionnaire will also be presented to the president’s cabinet and planning committee and used for strategic planning purposes. Another initiative of the committee was the freshmen mentee program. This initiative focused on a select group of first-year students who the committee felt might benefit from interactions with a faculty member beyond his/her faculty advisor. First-year students were selected after mid-term grades were issued and invited to contact their assigned faculty mentor. Of the 28 students invited, only a few actually contacted their assigned faculty mentor by the end of the fall 2011 semester. Prior to the start of the spring 2012 semester, the committee determined that this same group of students might benefit from a non-faculty mentor. Fifteen student life professionals were identified and invited to contact a specific student. Early indications suggest that students were more responsive when they were contacted first by someone from the University. The committee will evaluate the academic success and retention of this cohort in the fall 2012. C. Office of the vice president for administration, finance, and campus environment - contributions toward the accomplishment of Goal #3 – Grow the enrollments of the various programs. Consult the ACCESS and Graduate numbers at both Lansdale and Easton Area Campuses. D. Office of the vice president for institutional advancement - contributions toward the accomplishment of Goal #3 – Grow the enrollments of the various programs. 1. Growth of Scholarships/Financial Aid Endowments Institutional advancement plays a critical role in the growth of the student body. They are constantly promoting the needs of the university for scholarship and financial aid dollars. All of the funds raised by the annual fund go into the various endowments that have developed over the years for student scholarship aid. At the present time, these funds stand at over $20 million. Each year of the current Strategic Plan: 2010-2015, the university has pledged to devote 50% of all operationally generated funds (OGF) to the endowment growth of the institution. This year we anticipate this new money to be around $2.5 million. New Money Total Scholarship/Financial Aid Endowments: $1,620,968 $23,140,000 Goal #4: Design and implement a new financial plan. The new financial model as envisioned in the strategic plan sets a number of goals and suggests various means to reach these goals in three main areas: cost reductions and containments, revenue enhancements, and long-range investments in financial strength. We will address each of these three areas from the perspectives of the four vice-presidents: academic affairs, student life, administration, finance, and campus environment, and institutional advancement. A. Cost reductions and cost containments - The plan lists the following goals: reduce present fixed costs by $3 million during the first three years of the plan, reduce the university’s debt by $10 million, define and monitor financial viability for faculty lines within the academic majors, and define and monitor staffing increases as defined within the plan. 1. Office of the vice president for academic affairs - contributions toward the accomplishment of Goal #4 – Design and implement a new financial plan. Financial viability of undergraduate day majors The new Strategic Plan: 2010-2015 establishes a plan to determine the financial viability of a major within the university. By 2012-2013, financial viability for a major requires 15 students per full-time faculty dedicated to teaching the traditional day undergraduate students. By 2014-2015, financial viability for a major requires 20 students per full-time faculty dedicated to teaching the traditional day undergraduate students. The academic affairs office began the monitoring process during the fall semester 2010. The number of students in the major is determined by the registrar’s office. The number of semester hours taught by full-time faculty to students in the undergraduate day program is taken directly from the faculty load statistics of the fall semester. The total number of semester hours is divided by 12 to indicate the number of full-time faculty devoted to the day program. The number of students is then divided by the number of full-time faculty to determine the ratio. [A number over 30/1 indicates that future faculty positions are likely as financial conditions improve. Underlined majors are strong. Italicized majors are problematic. The analysis is based on the fall 2011 semester and the Strategic Plan: 2010-2015.] Division of Business: (239 undergraduate day students - 61 below goal of strategic plan by the year 2014) Business major: 175 day students are in business majors / 84 semesters hours (7 full-time day faculty teach them): ratio = 25/1 (60 below goal) Sport management major: 64 day students are sport management majors / 21 semester hours (1.75 full-time faculty teach them): ratio = 37/1 (1 below goal) Division of Healthcare and Natural Sciences: (585 undergraduate day students - 14 above goal of strategic plan by 2014) Natural science majors: 360 day students are in natural science majors / 86 semester hours (7.2 full-time day faculty teach them): ratio = 50/1 (2 above goal) Computer Science/mathematics majors: 86 day students are in these majors / 66 semester hours (5.5 full-time day faculty teach them): ratio = 16/1 (3 above goal) Nursing major: 139 day students are in the nursing major / 55 semester hours (4.6 full-time day faculty teach them): ratio = 30/1 (9 above goal) Download 1 Mb. 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